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RESTRUCTURED
RFP RESPONSE EVALUATION
FOR
MARKETING DATABASE MANAGEMENT,
MARKETING AUTOMATION AND
ANALYTICS SERVICES
BASED ON:
1. STRATEGY
2. DATA MANAGEMENT
3. ANALYTICS
June 16, 2008
1
CONTENTS
1. Background:
1.1 The re structured RFP
1.2 Objectives
1.3 Purpose of restructured RFP
1.4 Gaps within the RFP as a result of the re structuring
1.5 Revised evaluation stages and process
1.6 Restructure RFP content
2. Evaluation:
2.1 Point of view behind the participant scoring
2.2 The scoring system
2.3 Participants overall scoring:
2.3.1 Strategy
2.3.2 Data Management
2.3.3 Analytics
2.4 Short list recommendation based on the restructuring
2.5 Short list recommendation
2.6 Short list detailed performance
2.7 Harte-Hanks recommendation
3. Next Steps
Appendix
(A) Evaluation approach
2
BACKGROUND
1.2 OBJECTIVES
The revised objectives for development of a category based RFP are:
1. To identify best of breed within each functional category
2. To understand capabilities
3. To award TRU/BRU marketing database management based on
category expertise
SECTION #
STRATEGY
2.4.5
2.4.6
DATA MANAGEMENT
ANALYTICS
QUESTION
2.7
Client Service
2.9
Training methodologies
2.3
2.4
2.4
Campaign management
2.4.2
2.4.7
2.5
Technology
2.6
2.8
Testing methodology
2.4.3
Reporting
2.4.4
Analytical leadership
1.4 SUBMISSIONS
Seven participants responded:
Acxiom
Allant
Epsilon
Equifax
Harte Hanks
Merkle
Rapp Collins
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2
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15
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2.2
TOTAL CASE
STUDIES,
REFERENCES
SCORE
TARGET
99
ALLANT
EQUIFAX
MERKLE
VS TARGET
SCORE
VS TARGET
SCORE
VS TARGET
SCORE
100%
99
100%
99
82%
81
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25
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27
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NEXT STEPS
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3. NEXT STEPS
1. TRU/BRU internal review of this evaluation.
2. TRU/BRU confirmation (or change) of short list candidates.
Meanwhile, consultant will
3. Complete detailed side-by-side cost comparison of short list
candidates. (A top line review indicates that the contenders
approaches are consistent with an all in approach to fees).
4. Develop business problems/questions for in-person presentation
by short list contenders.
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APPENDIX
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1.3 CONSIDERATIONS
What is a successful database marketing service vendor today?
Marketing database service providers, to be successful, must exceed price
of entry levels of service and performance:
A. Price of Entry: The design, build and management of marketing
databases is no longer the baseline for performance it was five years
ago.
B. Point of Difference: With the trend to integration of the on and off line
channels of sales together with rapid growth and diversification of
alternative medias in driving retail, marketing database providers must
deliver:
High value service
Flexibility
Proaction
Integrated delivery*
*source: Forrester Wave, Database marketing Service Providers, 11,02,07
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1.3 CONSIDERATIONS
What is the optimal service combination?
All providers deliver a similar suite of services including:
The service suites in themselves are clear. It is how they are offered that
causes confusion and mixed expectations.
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1.3 CONSIDERATIONS
How should those services be structured?
An integrated offering (and strategy and analytics) is preferred by marketers
and, based on the multi channel/multi brand structure of TRU/BRU business
model this is the only way that will work to meet marketing objectives and
service support requirements.
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